Nitish Mukherjee, Managing Director, Orchard Advertising
"Today, a client is open to new media as long as it is relevant to the cause and to the idea. I think the need of the hour is for agencies to become more idea-centric. If it is genuinely an idea and not just an ad, it will be extendable. The problem is that very often we tend to confuse between an idea and an advertisement. A good advertisement could be a work of craft but not necessarily a good idea."
Nitish Mukherjee, Managing Director of Bangalore-based Orchard Advertising, has spent close to 26 years in the field of advertising. He describes himself as a keen observer of human behaviour, which is not restricted merely to consumption but even with social interactions, changing rituals and beliefs. Mukherjee has worked across an interesting mix of categories from cars to condoms, fashion to food, and low-cost airlines to lighting.
Having worked in Delhi, Mumbai, Bangalore and Chennai has helped him develop a national perspective about the industry and business. Besides Orchard, where Mukherjee has been involved since its inception six years ago, he has worked with Contract Advertising and FCB Ulka. Orchard boasts of an impressive client list comprising Air Deccan, Wipro Consumer Products, CavinKare, Cinthol, Monsanto, Himalaya Healthcare, SAB Miller, Subhiksha, and Manhattan Credit Cards among others.
In conversation with exchange4media's Tuhina Anand, Mukherjee speaks about issues influencing the advertising industry today. Excerpts: Q. If you were not in advertising what would you be doing?
Q. Although Orchard is based in Bangalore, it has managed to create a stir and carve a name for itself in the national advertising circuit. What has primarily contributed to this?
We set up Orchard with the mandate that there is a need for some difference in the way advertising is done. Advertising needs to be more accountable, it needs to find real solutions and that is what we have tried to do. It has never been important for us to boast about our businesses; what's important for us is what we managed to do with the business. That was the mandate we started out with, whether it was initially the launch of Toyota in India, the launch of Manhattan Credit Card, launch of Air Deccan, or what we are doing now with Subhiksha.
There is a genuinely fresh approach in the way we find a solution to a problem. We believe that if we work on a business, we would like communication to give a consistent growth to the business by being a distinctive advantage for the same. I think that is what we have been able to drive in. It has always been about our dedication to create communication and make sure that it really works in the marketplace and not just create ads for awards. There was no extraneous reason for us to gain reputation; the reason is what advertising should really be.
Q. With many agencies shifting their focus to southern markets, is the competition for Orchard getting tougher?
When we started out six years ago, we moved with the belief that we would be able to churn good work from the still untapped southern market. I think Orchard does deserve some credit for actually opening up the southern market, with people suddenly noticing the work, which was among the best in the advertising industry. This gave them lot of hope of what could be done in that market.
We have never really cared about our perception or reputation being dictated by others. It has been completely driven by and focussed on what we wanted to do, and we have achieved that.
Q. What is a good idea that you have seen in recent time?
Lowe's work on Surf by using the platform of 'Dirt is Good' is an idea. Some of the work by Lowe on Lifebuoy are really good ideas. The work we have done for Subhiksha, 'Morcha against Kharcha', and taking this to the level of a movement is an idea. Therefore, there is a lot that you could do with it, as it is not just an advertisement, but it's a thought of a movement, which is very relevant in today's world where there are all kinds of malls inviting you to spend money.
In contrast, there is this business idea that tells you that you need to shop but you could actually save through the process. The campaign is on TV, print, outdoor, radio, point-of-purchase and we will take it to ambient. Some of these are still in the pipeline. An idea is not something that works with the consumer, but that which brings the entire brand and all stakeholders of the brand together with a common purpose.
Q. Are you satisfied with the way things have turned out for Orchard?
Q. So is it just about doing print, TV, outdoor and radio, or is there more to communication?
Q. Would you say that the agency is mid-sized? If yes, do you think that mid-size agencies have any future when the survival method seems to be by merging with a bigger network, case in point being the recent merger of David with Bates Enterprise?
Q. So what is the problem with mid-sized agencies today? Why do they have to merge with a bigger network? Is there a similar possibility with Orchard too?
It is a business decision of scalability. Very often, people find that strategic alliances or buying into bigger networks actually opens a wider realm of business for them and therefore gives them continuous growth. Possibly by aligning themselves with a larger entity, their scalability will grow at a more rapid pace. But the creativity will not differ. The other reason could be that some of these agencies were created by individuals and maybe they believe that it is payback time for them.
I don't think there is possibility of a merger or buyout as far as Orchard is concerned. We are already a part of a bigger network, Publicis, and are also an offshoot of Leo Burnett. To that extent, I don't think we will hanker for scalability through strategic partnerships.
Q. There have been enough talks about Bartle Bogart Hegarty (BBH) entering India through a partnership with Orchard. So when is that happening?
Q. Do you have any plans of expansion?
Q. In your opinion, is the market in South India different from that of North or West India?
I think when we started out six years ago, the advertising scene in the South was a lot different because of the cultural differences between Delhi, Mumbai and Bangalore which are clearly evident. There is a difference in the pace of work. But today, I think any organisation that is starting out or that has been in existence for sometime, is genuinely looking at least at a pan-India market, if not global.
The challenges are very similar even if the businesses are in different geographies. It is not that the demand of a client from an agency is any less in South India. The cultural differences, in terms of the work culture, will still subsist, but with professionals moving across cities and transiting at a very rapid pace, I think the aggression in Delhi is lot more than probably one sees in the South. When I say aggression, I mean more of a cultural aggression than that of a business one. I think businesses in the South today are equally aggressive in their need for growth and achievement.
Q. How does it work with Leo Burnett? Can you pitch for the same business?
Q. What is the biggest challenge that you have faced in last six years at Orchard?
Q. Initially, Orchard was set up in partnership with Dentsu. Later, this partnership didn't work and both the agencies went their own ways, with Dentsu even recently launching its own media arm. At that point of time, you had spoken about two different philosophies coming together and yet it seems it didn't work out. What happened?
Q. How has the industry changed over the years, from the time when you moved out of Contract to FCB Ulka in 1989 to 2007 at Orchard? Has it changed for the better or worse?
The industry has changed and so have the market, the environment and the consumer. I don't think I can sit in judgment and say whether it has changed for the better or worse. To me, what matters is what the change is and therefore what answers we need to find to be able to manage that change. With rise in shareholding and public participation in agencies, I think the accountability of companies has become much higher. To that extent, the pressures on the business have increased.
The only thing that decides whether change is good or bad is history, and I don't want to sit here writing history because we deal with today's reality. Whatever is bad will disappear, but if it's for good, it will continue because ultimately in business, only good practices continue.
Q. In what way is your experience at Orchard different from your earlier stints at Contract and FCB Ulka?
